Performance & Governance

This article explores how AI could reshape the role of the procurement professional—not by replacing them, but by expanding their purpose. We consider three possible shifts: the evolution of procurement as a strategic function, the partnership between humans and machines, and the challenge of embedding ethics and trust in AI-enabled processes.

A conversation with Melbourne Partner, Mark Bainbridge

The Regional Mobilisation Capability and Capability Study (RMCCS) is an ongoing project Synergy is undertaking within Defence. The intent of the work is to ground-truth assumptions formulated in mobilisation planning activities by assessing the capability and capacity of select regions of Northern Australia to support sustained mobilisation demand.

Synergy was engaged by the Department of Prime Minister and Cabinet (PMC) to deliver a National Civil Preparedness Risk Profile and Prioritisation Assessment Methodology Model to inform a risk-based approach to National Resilience decision making and reporting.
Our team developed a National Civil Preparedness Risk Profile which extensively explored research on 20 primary risks to the civil sector from a major or concurrent national crises and related disruptions.
Fuel security was a key risk identified, and research efforts were focused on highlighting vulnerabilities, in governance, policies, infrastructure and supply chains including contingency plans for emergency fuel distribution. Existing controls to manage fuel risks were derived from open-source research that included government policies and the role of the private sector to inform recommendations for further controls where gaps were identified (e.g. stockpiling and reserves, diversification of supply sources, rationing, and the coordination with states and territories. These controls were prioritization by the data model.

Synergy was engaged by Defence’s Vice Chief of the Defence Force Group to provide expert, independent advice for the development of the Defence Strategic Mobilisation Plan (DSMP). To support this, Synergy developed and delivered an ‘Analysis of the Mobilisation Environment’. This body of research sought to collate quantitative and qualitative evidence to explore the capability and capacity of key national Industries ( private and public), Infrastructure, Critical Material, Workforce, Industry, Science and Technology, Legal Frameworks, and Defence assets to the continuity of the Australian economy during times of strategic regional competition or crisis. These findings from the analysis and research into the broad scope of factors informed the development of the Defence strategic mobilisation plan. The plan was able to address identified vulnerabilities and gaps in national regulatory frameworks, public policies, governance arrangements, investments proirities and broad approaches to national resilience.

When then-Prime Minister John Curtin declared “total mobilisation” in 1942, he was starting from a position of relative strength. Rapid industrialisation at the beginning on the 20th century had enabled Australia to mobilise its national support base previously during the First World War. It also had the questionable advantage of being at war since 1939, with enemy troops literally at the front door. In 2023 the question of mobilisation is a fundamentally different equation. The Government can’t count on the same social, political, and economic levers that it once did: the tap marked ‘national support base’ won’t work if it doesn’t own the tap anymore, nor control what comes out.